High-performing managers: Leadership attributes for the 1990s

Brown, Montague; McCool, Barbara P.

doi:10.1097/00004010-198701220-00010

Cited by 8 publications

(4 citation statements)

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“…Leaders' superior competence and primary source of power is not coercion but persuasion (Brown and McCool 1987). Thus, the leadership style of an individual is the behavioral pattern he or she uses when attempting to influence the activities of others.…”

Section: Styles Of Leadershipmentioning

confidence: 99%

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The Dynamics of Hospital Leadership

Biggerstaff

Syre

1991

Hospital Topics

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Section: Styles Of Leadershipmentioning

confidence: 99%

“…Great leaders are individuals who possess the secret of power: a compelling vision that draws others into a mission (Brown and McCool 1987). Leaders are effective communicators and change agents and are action oriented.…”

Section: The Challenges Of Leadershipmentioning

confidence: 99%

The Dynamics of Hospital Leadership

Biggerstaff

Syre

1991

Hospital Topics

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“…morale, improve services provided, and increase patient satisfaction (Brown & McCool, 1987;Mintzberg, 1990).…”

mentioning

confidence: 99%

“…The administration, through access to records on productivity across the organization, is in one of the strongest positions for generating the information necessary to make total quality management work (Castle & Banaszak-Holl, 1997). These types of leadership styles, although extremely time intensive, can improve staff morale, improve services provided, and increase patient satisfaction (Brown & McCool, 1987;Mintzberg, 1990).…”

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The Effect of Administrative Resources on Care in Nursing Homes

Castle

Banaszak-Holl²

2003

J Appl Gerontol

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This article evaluates whether the hours spent on the job by nursing home administration have an effect on the quality of care. Administration with more hours on the job were expected to be actively involved in developing market strategies, implementing continuous, quality improvement, and in developing stricter facility guidelines for care-all of which contribute to improved care processes. The proportion of residents who were restrained, catheterized, had pressure ulcers, or were given psychoactive drugs and the number of health-related deficiencies and nonhealth-related deficiencies were used as measures of quality in 15,834 nursing facilities. We examined effects separately for facilities that belong to a chain and those that are freestanding. Overall, the results indicate that the quality indicators are associated with the number of fulltime equivalent hours of administration in both chain and freestanding facilities. This study provides preliminary evidence that the intensity of facility administration can have an important effect on the quality of care residents receive.

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8 Leadership Research in Healthcare

Gilmartin

D’Aunno

2007

The Academy of Management Annals

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High-performing managers: Leadership attributes for the 1990s

Cited by 8 publications

References 0 publications

The Dynamics of Hospital Leadership

The Dynamics of Hospital Leadership

The Effect of Administrative Resources on Care in Nursing Homes

8 Leadership Research in Healthcare

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